PMP ZCN

single point of failure (SPOF) is the part of a system that, upon failure, stops the entire system from working or makes the system useless. Which of the following events can render a knowledge management system ineffective?. If project team is not motivated. Project team is geographically distributed. When project knowledge cannot be classified as explicit or tacit. Knowledge is shared using a mixture of knowledge management tools and techniques.

The transition from one phase to another within a project's lifecycle (e.g., from design to manufacturing) is typically marked by: Kill point. Monte Carlo. Constraint. Decision tree.

Which of the following is not a PMBOK Knowledge Area?. Procurement management. Integration management. Execution management. Communications management.

A project manager is managing a research project. Typically, research projects are not clearly defined and involve a lot of uncertainty. The project has four phases in which a phase can only start when its previous phase is complete. What project lifecycle and phase-to-phase relationship should the project manager use for this project?. Predictive lifecycle with sequential phase to phase relationship. Iterative lifecycle with sequential phase to phase relationship. Predictive lifecycle with overlapping phase to phase relationship. Iterative lifecycle with overlapping phase to phase relationship.

Which of the following is not a project competing constraint?. Budget. Procurement. Risk. Resource.

The resource optimization technique during the Control Schedule process allows a project manager to: A. Schedule training sessions for the project team members to optimize their performance. B. Schedule activities considering both the resource availability and the project time. C. Provide monetary incentives to project team members to boost their performance. D. Allow overtime so that team members get motivated to work during non-working hours.

Fill in the blank. _______________ indicates that planning and documentation are iterative or ongoing activities. A. Progressive management. B. Iterative elaboration. C. Waterfall development. D. Progressive elaboration.

Projects operating in agile environments where a high degree of uncertainty exists and where the scope is not yet fully defined, may not benefit from detailed cost calculations due to frequent changes. Instead, lightweight estimation methods can be used to generate a fast, high-level forecast of project labor costs, which can then be easily adjusted as changes arise. Detailed estimates are: A. Reserved for short-term planning horizons in a just-in-time fashion. B. Never developed in an agile project. C. Only developed if the project stakeholders allow the project manager to do so. D. Developed early during the project but are never updated due to frequent changes.

Which of the following is an enterprise environmental factor?. A. Configuration management knowledge base. B. Change control procedures. C. Historical information. D. Commercial databases.

Estimating the type and quantities of material, people, equipment, and supplies required to perform each activity is: A. Estimate Activity Workload. B. Estimate Activity Input. C. Resource calendars. D. Estimate Activity Resources.

As part of tracking a project, a project manager is validating the completion of project scope. He or she would measure this against: A. Requirements traceability matrix. B. The Project Management Plan. C. The Project Charter. D. The Requirements Management Plan.

Uncontrolled project scope changes are often referred to as ________ . A. Scope creep. B. Scope verification. C. Value Added Scope. D. Scope control.

Why must the Validate Scope process be completed in a project?. A. To obtain scope documents from recent similar projects for benchmarkin. B. To determine whether the scope is at the correct complexity level. C. To obtain formal acceptance of deliverables by the customer or sponsor. D. To ensure the project team is all aware of the scope.

A project manager wants to use a group decision-making technique to generate, classify and prioritize requirements. Which of these is not a valid group decision-making technique?. A. Plurality. B. Singularity. C. Majority. D. Unanimity.

Establishing control accounts for the work packages and a unique identifier from a code of accounts finalizes the WBS. This provides a structure for hierarchical summation of: A. Schedule and requirements information. B. Cost and requirements information. C. Cost and resource information. D. Scope, budget and schedule information.

George is managing a construction project and currently sequencing the project activities and defining their logical relationships. Two activities have both the SS and FF relationships. How should George schedule these activities?. A. Apply both the relationships. B. Select the relationship with the highest impact. C. Select the SS relationship as this is more logical than the FF relationship. D. Select the FF relationship as this can help meet the project deadlines.

While managing a project, you have included the product acceptance criteria in the Quality Management Plan. While reviewing your plan, a senior manager asks you to reconsider this. You then realize that what you did is incorrect. Where should you place the product acceptance criteria?. A. Project Charter. B. Change control process. C. Project Scope Statement. D. Scope Verification Plan.

Which of the following processes is not a part of the Project Scope Management?. A. Create WBS. B. Control Quality. C. Control Scope. D. Collect Requirements.

A project manager approaches you to understand the Work Breakdown Structure (WBS) in better detail. You tell her that: A. The WBS is a detailed project plan and includes the effort, resources, and dates on which the tasks for the project are complete. B. The WBS is a task-oriented decomposition of work that identifies each task and the resource required to accomplish the task. C. The WBS is a deliverable-oriented hierarchical decomposition of the work the project team must accomplish to meet project objectives. D. The WBS is a Gantt chart that contains details about the project deliverables the project team must do.

The Project Scope Management Knowledge Area is primarily concerned with: A. Defining the scope of work that included in the project. B. Ensuring that the project includes all the work required, and only the work required, to complete the project. C. The scope of work required during the initiation phase. D. Defining the specifications and functionality of the work product.

What is the duration of any milestone in a project schedule in calendar units?. a. 0 units. b. 1 unit. c. The duration of the predecessor activity. d. The duration of the successor activity.

Your project team is using an agile approach to develop new features for a website. Which of the following are not of concern to your team when it comes to the Control Schedule process?. A. Determining the status of estimated work versus the accepted work for the elapsed time-boxed cycle. B. Determining the velocity of deliverable production, validation, and acceptance. C. Reconsidering reserves to account for risks that have become issues. D. Conducting retrospectives to improve processes.

A project's WBS has been decomposed into activities. However, one very complex activity cannot be estimated with a reasonable degree of confidence. The activity in question involves a large number of steps and risks. Which of the following estimating tools and techniques can be used in this case that would produce the best results?. A. Expert judgment. B. Bottom-up estimating. C. Alternatives analysis. D. Published estimating data.

Jim has just completed defining his project activities. The project schedule network diagram has been created, and the necessary resources have been assigned to the project tasks. Jim wants to make sure that none of the resources is overloaded as a result of these task assignments. The project sponsor has expressed concern about using the resources available now since there is no more budget for hiring or contracting and is also asking when Jim thinks the project will be done. Which of the following techniques will allow Jim to adjust the project schedule, so that none of the resources is overloaded?. A. Crashing. B. Fast tracking. C. Resource leveling. D. Resource smoothing.

A project schedule network diagram on a large project involves multiple paths diverging and converging. An increased likelihood of bottlenecks feeding the critical path can put the project at risk of delay. When the critical path has high-risk activities or long lead times, the whole project is at risk of delay. To reduce the risk of schedule slippage, what is the best schedule network analysis technique?. A. Aggregating schedule reserves, applying feeding buffers before bottle-necked paths feed the critical path and adding a project buffer before the end of the critical path. B. Resource leveling, applying available float and balancing the project's demand for their talents with the available supply. C. Monte Carlo simulation to model the combined effects of individual project risks to evaluate their potential impact on achieving scheduled finish dates. D. Zeroing total float by locking constraints on the Program Evaluation and Review Technique.

A project requires securing government approval before the project work can begin. According to government policy, it should take 30 days for the government to issue the approval provided that all necessary paperwork is complete. In the past, it has been observed that 45 days is the most likely turnaround time for such applications approval. If any objection is imposed due to incomplete paperwork, it may take up to 90 days to secure the approval. What would be the expected activity duration using the triangular distribution?. A. 30 days. B. 45 days. C. 55 days. D. 50 days.

Neil is managing a next-generation car design project. A high-level project WBS has been created, but the project activities cannot be determined because the client’s exact requirements are not stated. The client wants Neil to have enough flexibility in his schedule so that he may easily add or remove requirements. Which of the following techniques should Neil use for the decomposition of his project WBS components into project activities?. a. Templates. b. Rolling wave planning. c. Change requests. d. Organizational procedures links.

A project schedule has two activities, “Pour Concrete” and “Cure Concrete”. Once laid, the concrete must be cured to attain the strength required to sustain anticipated construction loads or traffic, and to prevent unwanted shrinkage and cracking. After the workers apply moisture and blankets, the concrete is left to dry for 3-7 days. The duration of this lag time depends upon the concrete mix, the desired strength of the concrete, and ambient weather. What is the type of dependency that exists between these two activities?. a. Discretionary dependency. b. Mandatory dependency. c. External dependency. d. There is no dependency between the activities.

Jon is managing a three-year project, and some of his tasks are far into the future. He is using rolling wave planning. Where might his project team look up how long to expect the rolling waves to last?. a. Project charter. b. WBS dictionary. c. Schedule management plan. d. Planning package.

A construction company builds houses for its clients. Every project has an activity titled 'Provide Security', which provides the security to the project team and raw materials until the house is accepted by the client and handed over to the client. “Obtain Acceptance” is the activity that obtains the client’s acceptance and includes any rework, if applicable. What type of relationship exists between “Provide Security” and “Obtain Acceptance” in this scenario?. a. Start to finish. b. Start to start. c. Finish to finish. d. Finish to start.

Julie’s project is falling behind schedule. Upper management is willing to inject additional funds into the project in order to complete the project on time. However, many project activities have mandatory dependencies that cannot be removed. Which of the following techniques can help Julie complete the project on time in this scenario?. a. Progressive elaboration. b. Reserve analysis. c. Fast tracking. d. Crashing.